Competitive And Competitive Advantage

“No one company anywhere in the world is big enough or strong enough to do everything on its own”. – Drucker (1996).

The world is changing: the business operational environment is now characterized by high volatilities and uncertainties than it ever had. Globalization has become the order of the day and a reality to all players both on the domestic and international scene. Those firms that has become oblivious of the global economy are destined to the achieves of business history. Corporate strategist are kept busy constructing and coining new strategies to cope with the changing environment. The business environment has become increasingly uncertain and highly competitive, visuanathan N. and Percy S. (2009).

Kirzner (1997) and Machorec (1995) point out that firms must seek new knowledge in order to survive and prosper. In view of this, organisations are expected to exploit their strategic abilities, adapt and seek improvements in every area of the business, building on awareness and understanding of current strategies. They must be able to act quickly in response to opportunities and barriers (Papulova, E. and Papulora, Z, 2006). This turbulence has made several firms come to rely on alliances as strategic necessities for sustaining competitive advantage

(2010), a variable is an empirically applicable concept that takes on two or more values. For this study, we have two dominant variables and are the predictor (organizational mindfulness) and the criterion variable (strategic Alliance success). Under the predictor we have sensitivity to operations, commitment to resilience and deference to expertise as dimensions, Weick & Sutcliffe (2001). While for the criterion variable we have objective clarity, Alliance design and alliance management as its measures Peter K. (cited in Business, the ultimate resources, 2011). An unidirectional conceptual framework would be adopted in this study and it’s presented in the following mathematical